A useful conversation gives someone room to explain what is difficult and what support might help. Managers do not need to diagnose a condition to listen respectfully and address a work-related problem.
Make time and privacy
Choose a quiet setting and ask an open question. Listen without assumptions about why someone’s behaviour or performance has changed. Explain how information will be handled rather than promising absolute confidentiality in every circumstance.
Agree practical next steps
Ask what is making work harder and discuss actions within the manager’s control, such as clearer priorities or a review of workload. Record only what is needed and agree when to check in again.
Know the support routes
Make it easy to find HR, occupational health or an employee assistance programme where these are available. A manager’s conversation complements appropriate professional support; it does not replace it.
Follow through
Check whether the agreed changes helped. If several people describe the same pressure, look at the organisation of the work as well as individual support. Avoid treating a wellbeing event or new uniform as a solution to an underlying management problem.